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2014 | Buch

Sustainability and HRM Kapitel lesen Erstes Kapitel lesen

Sustainability and Human Resource Management

Developing Sustainable Business Organizations

herausgegeben von: Ina Ehnert, Wes Harry, Klaus J. Zink

Verlag: Springer Berlin Heidelberg

Buchreihe : CSR, Sustainability, Ethics & Governance

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

The role of HRM in developing sustainable business organizations is increasingly attracting attention. Sustainability can be used as a principle for HRM itself and the tasks of Sustainable HRM are twofold. On the one hand it fosters the conditions for individual employee sustainability and develops the ability of HRM systems to continuously attract, regenerate and develop motivated and engaged employees by making the HRM system itself sustainable. On the other hand Sustainable HRM contributes to the sustainability of the business organizations through cooperation with the top management, key stakeholders and NGOs and by realising economic, ecological, social and human sustainability goals. This book provides a comprehensive review of the new area of Sustainable HRM and of research from different disciplines like sustainable work systems, ergonomics, HRM, linking sustainability and HRM. It brings together the views of academics and practitioners and provides many ideas for conceptual development, empirical exploration and practical implementation. This publication intends to advance the international academic and practice-based debates on the potential of sustainability for HRM and vice versa. In 19 chapters, 26 authors from five continents explore the role of HRM in developing economically, socially and ecologically sustainable organizations, the concept of Sustainable HRM and the role of HRM in developing Sustainable HRM systems and how sustainability and HRM are conceptualized and perceived in different areas of the world.

Inhaltsverzeichnis

Frontmatter

Introduction into Sustainability and HRM

Frontmatter
Sustainability and HRM
An Introduction to the Field
Abstract
In this introduction to ‘Sustainability and Human Resource Management: Developing sustainable business organizations’ we outline the content and structure of the book. In this book, our academic and practitioner authors explore the potential of sustainability as a new paradigm and Sustainable HRM as a concept for HRM. We wish to contribute to fruitful debates about the role of HRM in developing sustainable work and HRM systems and the role of HRM in supporting sustainable business organizations. Our goal with this book is to advance and bring together conceptual and empirical research as well as practitioners’ views on the meaning and motifs of sustainability for HRM, on how to design and evaluate sustainable HRM systems, and on enhancing our understanding for the complex, non-linear interrelationships, potential paradoxes and tensions between economic, ecological, social and human sustainability. In this introduction, we elucidate the conceptual underpinnings of sustainability and HRM embraced in this book, we critically review the historical roots and different areas dealing with sustainability and HRM, we summarize the limitations and gaps in prior research and finally, this introduction provides short summaries of the chapters in this volume.
Ina Ehnert, Wes Harry, Klaus J. Zink

The Role of HRM in Developing Economically, Socially and Ecologically Sustainable Organisations

Frontmatter
Social Sustainability and Quality of Working Life
A Human Factors Perspective on Sustainable HRM
Abstract
Based on a three pillar understanding of sustainability the factor of social sustainability is one of these three pillars. Though the term “social” has different interpretations including a societal, social and human dimension, in this chapter the human dimension of social sustainability related to work is the main topic. This makes it necessary to ask which discipline deals with people at work besides HRM which also leads to the field of Human Factors and its relationship to sustainability. Recent changes and future challenges of Sustainable HRM in the working world are discussed. The elements of sustainable work systems including the concept of Quality of Working Life are introduced. The state of the human dimension of social sustainability is considered. Based on all these inputs the understanding of sustainable work systems is defined and examples of elements of a sustainable work system are analyzed. The outlook shows that further research is needed to bring this area to maturity.
Klaus J. Zink
Sowing Seeds for Sustainability in Work Systems
Abstract
The aim of this chapter is to suggest some ways in which the promotion of social and human sustainability at work may contribute positively to a work system’s ecological and economic sustainability. We also explore conceptual and practical ways to encourage the sustainability of social and human resources in contemporary working life. Throughout the chapter, we exemplify our arguments with case illustrations from the Skaraborg Hospital Group in Sweden. We discuss how the unwavering goals of protecting and regenerating various resources in work-system operations are critical hallmarks of a sustainable work system. We also outline some worldviews and ways of thinking that seem to underlie the operations of sustainable work systems. We then delineate the implications of the resource regeneration goals and sustainability-minded ways of thinking for work-system actors. Most importantly, we propose that sowing seeds for sustainability involves engaging co-workers with different knowledge and professional backgrounds in on-going learning dialogues concerning the actual development of the whole system.
Mari Kira, Svante Lifvergren
Human-Resources Mindfulness
Promoting Health in Knowledge-Intensive SMEs
Abstract
Highly qualified professionals are of vital importance for the long-term viability of knowledge-intensive organizations (KIOs). However, the regeneration of this ‘human resource’ is threatened by two sources of uncertainty inducing chronic psychological stress at work, i.e. dynamic environments with fluctuating customer demands and the ‘deconfined’ nature of knowledge work reflected by unpredictable work processes and outcomes. Moreover, chronic stress at work is increased by an internal marketization of many KIOs linked to closer controls of finance, personnel and time. Strategic Human Resource Management (SHRM) practices are challenged by the threat of a successive depletion of knowledge workers’ health resources. In this chapter, it is argued that the concept of Human-Resources Mindfulness can be integrated in the concept of Sustainable HRM to foster sustainable work systems and employees’ health in KIOs. HR Mindfulness is conceived as enhanced organizational awareness related to anticipating and coping with sources of uncertainty that threaten KIOs’ HR base. HR Mindfulness can promote sustainable work systems in KIOs, if a mindful HR-infrastructure based on organizational routines and dialogue is established.
Guido Becke
Corporate Human Capital and Social Sustainability of Human Resources
Towards an Integrative Measurement Framework
Abstract
Sustainable HRM needs an implementation by using appropriate practical methods and actions. If these methods and actions are effective, has to be proven by measurement. Human capital approaches can be useful for this because their general focus is to measure the contribution of human resources (HR) to organizational objectives. Newer approaches additionally consider employees’ needs and their protection and further development. Both topics are related to purposes of a Sustainable HRM. In this chapter, two exemplary measurement approaches of human capital, a monetary (Saarbruecken Formula) and an indicator-based approach (Human Potential Index), are introduced and analyzed in what way they can be adopted for Sustainable HRM. A main result of the theoretical analysis is the finding that in contrast to the monetary approach an adequate measurement of Sustainable HRM additionally has to integrate measurement of supportive circumstances for developing human capital (human potential). The indicator-based instrument can give valuable hints, but has to be extended. A final measurement framework will show a recommendation for such a comprehensive improvement.
Regina Osranek, Klaus J. Zink
Enterprise Sustainability and HRM in Small and Medium-Sized Enterprises
A Decent Work Perspective
Abstract
This chapter looks at the specific challenges, expectations and opportunities small medium-sized enterprises in emerging countries face regarding enterprise sustainability in today’s worldwide economy characterized by the strong interconnection of supply chains. In its experience with small enterprises development in emerging countries, the International Labour Organization (ILO) has recognized that quality human resource management (HRM) and good workplace practices are a key determinant of enterprise performance and productivity, as well as in practice at the community, national or even international level. Based on the ILO’s Decent Work Agenda (ILO, Decent work, report of the ILO Director-General, 87th session of the International Labour Conference. ILO, Geneva, 1999), the Declaration on Fundamental Principles and Rights at Work (Declaration on Fundamental Principles and Rights at Work. ILO, Geneva, 1998) and the technical cooperation experience of ILO’s Job Creation and Enterprise Development Department, the HRM practices described here are intended to improve enterprise sustainability, understood in its economic, social, and environmental dimensions. Practical examples from the ILO’s practice demonstrate the implementation of labour rights in SMEs in emerging countries.
Nathalie Hirsig, Nikolai Rogovsky, Michael Elkin

The Role of HRM in Developing Sustainable HRM Systems

Frontmatter
Striking a Balance Between Work Effort and Resource Regeneration
Vitality as a Sustainable Performance Concept
Abstract
In this chapter an individual mechanism of sustainable work performance as opposed to high work performance is explored – theoretically and empirically. It is stated that sustainable work performance is a joint function of high resource levels (energy, time and competences) and the allocation of resources which also allows for resource regeneration. Building on Conservation of Resource theory (COR; Hobfoll, 1989) and proactive work behavior literature (cf. Parker et al. 2006) the notion of employee vitality is discussed as a representation of the dynamic interplay between employee vigor and proactivity. An important feature is that high vitality employees can overcome the resource constraints to sustainable work performance over time. They can perform sustainably because high effort expenditure does not drain their resources but is likely to protect and help employees to regenerate them. In order to test some of the assumptions of employee vitality as a sustainable work performance concept, analyses of survey data from nearly 2,000 Dutch employees give empirical support for the assumptions. We close the chapter with an elaboration on employee vitality as a touchstone for Sustainable HRM activities and discuss the role of HRM in providing the right circumstances for employee vitality to occur.
Luc Dorenbosch
The Model of Negative Externality for Sustainable HRM
Abstract
Although human resource management (HRM) literature has provided abundant insight into strategies used to improve employee effectiveness for company performance, relatively limited research exists on the harm or negative externality that those HRM practices can have on employees and the community. This article explores the negative externality of HRM practices that is imposed by organizations on employees, their families and communities. A conceptual model of negative externality for Sustainable HRM is proposed to provide a framework for HRM practitioners and researchers to understand the resulting harm of some HRM practices on employees, their families and communities. To highlight the practical implications of the model, downsizing, a widely used business turnaround strategy to improve business efficiency, is analyzed for its negative externality. Subsequently, the role of Sustainable HRM practices which can minimize such harm is examined. Practical and empirical implications of the negative externality of HRM practices are explored.
Sugumar Mariappanadar
A Stakeholder Perspective for Sustainable HRM
Literature Review and a Research Agenda
Abstract
Sustainability and stakeholder theory and management are two interrelated topics, because stakeholder’s claims impact on the social, environmental, and economic performances of the organization. Indeed, a cooperative relation between the company and its stakeholders can trigger the development of the company sustainability. Within this perspective, the chapter explores Sustainable HRM from a stakeholder perspective. As a result, some knowledge gaps are highlighted and a research agenda composed of theoretical, managerial and methodological dimensions is advanced and discussed.
Marco Guerci, Abraham B. (Rami) Shani, Luca Solari
Fostering Corporate Sustainability
Integrative and Dynamic Approaches to Sustainable HRM
Abstract
The central challenge for HRM under the corporate sustainability agenda is to move organizations to adopt sustainable practices and structures towards different organizational strategies and create a climate whereby employees’ potential can be released for a system of renewal and regeneration. However, there is a gap between organization’s intention to adopt sustainable HRM and some practical strategies or management tools for them to achieve such goals. Therefore, this chapter is primarily focused on the challenging question of how to realize sustainable HRM for the fostering of corporate sustainability. We argue that for organizations with varied levels of commitment to sustainability and different features of HRM involvement, their approaches to implementing sustainable HRM can be quite different. A typology of firms’ sustainable HRM is thus developed and two different approaches are proposed: an integrative diagnostic approach which is more in line with interpretive systems theory and the CAS approach based on complexity theory, with a focus on the latter. The chapter concludes with implications and direction for future research and practice.
Paul J. Gollan, Ying Xu
Paradox as a Lens for Theorizing Sustainable HRM
Mapping and Coping with Paradoxes and Tensions
Abstract
This conceptual chapter discusses the strategic potential of sustainability as a concept for Human Resource Management (HRM). Aligning sustainability to HRM allows thinking about new solutions to solve HR problems such as HR shortages, employee health or HR development, to foster the proactive role of HRM in developing sustainable business organizations or to extend the understanding of HRM performance. However, realizing efficient and effective as well as sustainable HRM systems may create paradoxical choice situations and tensions that need to be actively coped with. The objective of this chapter is to explain first how organizations and HRM have responded to tensions from a historical perspective, second, how HRM can cope with potential tensions arising from efforts to make organizations more sustainable.
Ina Ehnert
Practitioner’s View on Sustainability and HRM
The Case of a German Bank
Abstract
This chapter illustrates how the theoretical concept of Sustainable human resources management (Sustainable HRM) can be implemented in a medium-sized enterprise. Based on the resource-dependence view and the concept of sustainability a practical approach for human resource management is described. Following the example of a bank as a knowledge-intensive service company with a particular focus on employees, as the core resources, the conceptualization and implementation of an integrated framework of Sustainable HRM is drawn from a practitioner’s view. The human resources are regarded as the essential substance of the bank’s business helping to categorize all HRM initiatives in the clusters “substance maintenance” and “substance supply” based on an integrated system of “substance steering”. In order to make this approach meaningful for business practice, examples of implementing sustainable leadership, occupational health management and family-and-career/work-life-balance are illustrated.
Jens C. Hoeppe

Sustainability and HRM in Different Areas of the World

Frontmatter
Sustainable HRM in the US
The Influence of National Context
Abstract
This chapter examines the US research on Sustainable HRM and explores the extent to which it is shaped by its national context. The authors argue that the fundamental worldview that underpins US business models and conduct have resulted in three major impacts on US HRM research and practice, which influenced the subcategory of US Sustainable HRM: privileging the firm’s financial bottom line in evaluating effectiveness; the supremacy of managerial autonomy in decision making regarding HR matters; and the belief that what is positive for the firm is equally positive for its employees. The authors use Sustainable HRM research published in top-level US based management journals to illustrate these arguments. In conclusion, the authors discuss how by identifying these assumptions there is a clear path to re-evaluating the basic assumptions of US Sustainable HRM.
Sully Taylor, Caroline Lewis
Sustainable HRM in East and Southeast Asia
Abstract
This chapter’s objective and contribution is to describe and analyze HRM systems in East and Southeast Asia, paying particular attention to the conditions that would permit the evolution of the current systems on a sustainable basis. First of all, we describe the current context in terms of the philosophy, architecture, policies and practices underlying the HRM systems. Their forces and weaknesses are analyzed in general term and in the key countries of the region. Then, are explored the possibility of development of sustainable HRM policies and practices taken into account the specific characteristics of the socio-cultural, political and economic environment. In this period of transition the characteristics of the systems that are observed in all key countries attempt to integrate sets of new concepts, practices and expectations developed in the region but also in the other parts of the world. They consider the concept of sustainability in a broader perspective, for example in incorporating the social and ecological dimensions. As a result it could be argued that they are more efficient and effective than before in some respects. However, the transformation is still incomplete and uncertain. The serious problems, notably of inclusiveness of important categories of human resources that are still observed put in question their sustainability in a long-term perspective if they are not tackled earnestly in the years to come.
Philippe Debroux
Sustainable HRM in Europe
Diverse Contexts and Multiple Bottom Lines
Abstract
In this chapter, the European research on Sustainable HRM is explored by considering the role of context in shaping HRM practices and strategies. The authors argue that in the European context HRM is more prone to long-term thinking, to a multiple stakeholder perspective and to extending the notion of organizational performance beyond the financial bottom line. The chapter discusses the idea of European HRM taking a leading role in developing and implementing sustainability strategies and practices in organizations and also in making HRM systems themselves sustainable.
Ina Ehnert, Wes Harry, Chris J. Brewster
Sustainable HRM in Peruvian Companies
An Exploratory Study
Abstract
Finding ways to manage organizations sustainably with regard to their human/social, natural and economic resources along with administering work-life balance and managing talent are a major challenge for HRM (BCG (2008) Creating people advantage: how to address HR challenges worldwide through 2015. Presented at WFPMA World HR Congress, London 14 Apr 2008), also in Latin America. In this chapter, we will focus on the role of HRM supporting Sustainable human resources management (HRM) systems in large Peruvian companies. A model with the following three key elements is used in this research: work-life balance, personal autonomy in professional development and employability of the workers (see Zaugg et al. (2001) Nachhaltiges Personalmanagement: Spitzengruppenbefragung in europaïschen Unternehmungen und Institutionen. Arbeitsbericht Nr. 51 des Instituts fûr Organisation und Personal. Universität Bern, Bern). The methodology of this research involved the use of online questionnaires among Human Resource (HR) managers of companies operating in Peru. In addition, 32 HR managers were interviewed. The results show that the three elements are present but in an emerging stage. The present study intends to analyze this complex topic, providing a panoramic view of companies operating in Peru by studying their understanding of sustainability in HRM.
Gina Pipoli, Rosa María Fuchs, María Angela Prialé
Sustainability and HRM in International Supply Chains
Abstract
In our globalized economy, multinational enterprises are increasingly required to enforce sustainability principles not only in their own organizational context, but also their legally independent business partners along geographically spread supply chains. Against this background, the chapter determines the role of Sustainable HRM in international supply chains. Drawing on pertinent literature as well as expert interviews and group discussions conducted within a research project on governance for sustainability in international value creation chains, the author strives for bringing in new impulses as well as implications for practice and future research in the field of Sustainable HRM in international supply chains.
Christine Hobelsberger
The Relevance of the Vision of Sustainability to HRM Practice
Abstract
This chapter considers the vision of sustainability for HRM and the changes likely to be involved in managing people and organizations in more sustainable ways. We consider the likely impact on organizations and individuals on the background of personal practical experience. The chapter offers critiques of those ways of managing which may harm the long term success or survival of an organization and the environment of which it is a part. At times the chapter engages in conjecture but this cannot be avoided for a topic which has only recently entered the realm of management thought. Hence this is a guide to issues rather than a manual on how HRM practitioners must tackle the issues of sustainability and its application within organizations. The chapter is divided into sections considering the role of HRM in developing sustainable organizations. We begin by examining the role of HRM in developing sustainable organizations. Next, we view the change of emphasis in HRM ways of working. Then we consider these within the themes of complexity, planning, resourcing, rewarding, learning and managing performance. The chapter also examines the possibility that others may take advantage of those organizations which aim to manage sustainably. In the concluding thoughts we reflect on the ways that HRM can add real value to organizations and societies in sustainable ways.
Wes Harry

Conclusions and Prospects for Sustainability and HRM

Frontmatter
The Future of Sustainable HRM
Concluding Thoughts and Ways Forward
Abstract
We have sub-titled this chapter ‘concluding thoughts’ rather than ‘conclusions’ as we believe that the subject of sustainability and HRM (Sustainable HRM) is still in the early stages of development with much thought and study still necessary before academics and practitioners are likely to come anywhere near consensus which would justify the term ‘conclusions’. Within this volume we have deliberately sought a wide variety of issues and geographical locations within which to consider the issues of sustainability and people at work. By its nature the variety has produced a wide diversity of views. We consider this range of viewpoints a strength as we believe that there are many routes and many outcomes to the ways of ‘managing’ in a sustainable way. We do recognize, however, that the variety might leave the reader with an impression of too much uncertainty so within this chapter we will draw attention to the key debates and analyses.
Ina Ehnert, Wes Harry, Klaus J. Zink
Metadaten
Titel
Sustainability and Human Resource Management
herausgegeben von
Ina Ehnert
Wes Harry
Klaus J. Zink
Copyright-Jahr
2014
Verlag
Springer Berlin Heidelberg
Electronic ISBN
978-3-642-37524-8
Print ISBN
978-3-642-37523-1
DOI
https://doi.org/10.1007/978-3-642-37524-8

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